Defining Strategic Choices

Strategy deployment requires that we have a strategy in the first place. Strategy is the set of choices we have made that create a unique value proposition for our customers, one that is different from competitors and sustainable over time. Many healthcare organizations are deploying the same metrics; safety, quality, delivery, customer satisfaction, employee engagement, and financial performance. But few are deploying strategy, and it is the combination of strategy and daily improvement that moves us toward True North.

This three-day workshop guides the leadership team through a shared understanding of their current business model, and the identification of their strategy by making the critical choices necessary to develop differentiation in the eyes of their customers. The cascade of choices we will make are the subject of the book “Playing to Win: How Strategy Really Works” by A.G. Lafley and Roger L. Martin. The facilitation method has been pioneered by Matthew E. May.

The benefits of this approach are:

  • Focus on the critical activities that will create a relevant value proposition for customers and differentiation from others in the market.
  • Reduced overburden on the organization because it creates clarity on what initiatives will, and what will not, be deployed.
  • Makes the organization more nimble by determining the most critical assumptions the strategy depends on, and using rapid experimentation to determine the sustainability of the strategy.
  • Is a visual and engaging process that reduces interpersonal conflict over “who is right”; we let the experiments test our assumptions.

Key objectives for participants include:

  • Shared understanding of the current state and the ideal state…what good looks like…and the metrics that define how close you are.
  • Choosing the segments and spaces in which you intend to win.
  • Determining the sources of unique competitive advantage.
  • Identifying the unique capabilities and management systems that will create and support that competitive advantage.
  • Choosing the riskiest assumptions behind our strategic choices, and defining the experiments you will undertake to test the assumptions (the basis for strategy deployment).

Recommended Reading: Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin

Duration: 2 days (8:00am-4:00pm)

Faculty: Jeff Hunter

Who Should Attend: Senior leadership team

This education experience is available for onsite delivery for your teams upon request. For more information, please contact our Education Team at 920-659-7471 or e[email protected].